VIEW issue 4 2012:VIEW issue 4 2012 29/04/2012 16:54 Page 3


VIEW, Issue four, 2012 Profile


1, When did you take up your present position?


I’ve been at CO3 since May 2005.


2, Describe the main areas in the third sector that C03 is in- volved in.


C03 is about leadership in the volun- tary and community sector. We work with chief executives and those who are working towards becoming chief executives in the sector. Our role is to help them be effective in their job. If we have effective and strong leadership in the voluntary and community sector then we will have much more effective organisations and better outcomes for all our beneficiaries.


3, What are the funding arrangements for C03 and how secure is it?


About a third of our funding at the moment comes from public funds, the rest we bring in from a range of self- generated sources and charitable trusts and foundations. We’ve been successful over the last couple of years in diversifying our funding and becoming less and less re- liant on statutory funding, but there is a change in relation to the delivery of public funding to CO3 and that has brought significant uncertainty to the organisation.


4, Where do you see the or- ganisation in five to 10 years time?


CO3’s role is becoming more and more important as we recognise the contribution of leadership. There is no doubt that CO3’s future lies in becom- ing increasingly entrepreneurial. As I’ve said already, we have been successful in diversifying our funding base and we need to continue to do that. We’ll need some transitional support to get us there. I think our future is secure in a more entrepreneurial approach to third sector leadership.


5, In your opinion, should char- ities have a policy or cam- paigning role, or should they restrict themselves to provid- ing direct services?


I think that individual charities should have the choice as to the extent on which they want to campaign and to lobby.


Website: viewdigital.org


Page 3


We talk to Majella McCloskey, the Chief Executive of CO3, about the challenges facing her organisation


6, What steps should the commu- nity/voluntary sector take to protect themselves in these difficult economic times?


I think that being able to stand together as a sector is very important, and to remind govern- ment that the voluntary and community sector and civil society plays a really, important role and that we are vital to the lives of people in North- ern Ireland. It is also important to make sure your organisation is well led and able to manage the external changes.


7, What are the main skills needed to effectively lead an organisation? This question is very much at the heart of what CO3 does. We recently published a competence framework which sets out this broad range of skills.


strong vision, but extends to being able to work effectively with a wide range of stake- holders, staff, and volunteers, and being able to deliver results and effective outcomes for the service users of your organisation.


8, What part of the job do you enjoy the most?


The part of my job that I absolutely love is when ever I get a diverse group of CO3 members in a room to just talk about what they are doing and to share their work, their concerns, their achievements with each other and to hear about the areas that the sector is being effective in. I like to see people making connections and offer each other support and advice. The best bit about CO3 is its members.


9, What part of the job is the most difficult/challenging?


Part of what CO3 does is to support members who are having a difficult job in their own organ- isation.


are under so much pressure and are really need- ing help and support. We have a range of serv- ices that we have put in place to help them, including counselling and legal services.


10, Who or what has been the biggest inspiration in your career to date?


I have been lucky in this job to have worked with some exceptional leaders in the voluntary and community sector; including my very first boss at Gingerbread, Marie Cavanagh, through to the current chair of CO3, which is Judith Hill. There are a huge number of people paying a


Some leaders, I know, feel strongly that their organisations should only operate in service delivery. However, the sector as a whole needs to have a strong lobbying and campaigning function. I think that hav- ing a link between service delivery and campaigning and lobbying can be a strength. This means that you can talk with some authority about the issues and the concerns you may have. There is a risk, with the growing reliance on public service contracts, that the sec- tor may feel less able to conduct cam- paigning and lobbying activities.


11, What has been the highlight of your career to date?


One of the highlights has been seeing CO3 con- tinue to grow and develop and to provide a whole range of services that helps the sector to be better run.


12, How do you relax when you are away from the job?


I love spending time with my kids. I also love going out with friends for a meal, or a visit to the cinema or the Grand Opera House. I am also doing a bit of running at the moment as CO3 has a relay team in this year’s Belfast marathon.


That can be a challenging time when members It begins with having strong values and a


very important role in leadership in the commu- nity and voluntary sector..


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20